Get to know our newest hands-on toolset by means of an inspiring case study. It will help you to assess your portfolio and check which of your products apply for a circular overhaul.
Sustainability and circular economy are very present in all chemical or material companies. What are the technical and business challenges and opportunities? How can you turn these in advantages and growth?
Life Cycle Thinking - Measuring and Managing Adrian Segens
Life Cycle Thinking (LCT) is about going beyond the traditional focus on production site and manufacturing processes to include environmental, social and economic impacts of a product over its entire life cycle.
To enable the circular economy, all manufacturers must be able to measure and manage the impacts of their products throughout their life cycle and develop strategies that will deliver a sustainable and profitable future.
This presentation explores both life cycle thinking and natural capital as two concepts that will play a vital role in that transition. It also includes a case study on how Philips are applying these ideas
Sustainability and circular economy are very present in all chemical or material companies. What are the technical and business challenges and opportunities? How can you turn these in advantages and growth?
Life Cycle Thinking - Measuring and Managing Adrian Segens
Life Cycle Thinking (LCT) is about going beyond the traditional focus on production site and manufacturing processes to include environmental, social and economic impacts of a product over its entire life cycle.
To enable the circular economy, all manufacturers must be able to measure and manage the impacts of their products throughout their life cycle and develop strategies that will deliver a sustainable and profitable future.
This presentation explores both life cycle thinking and natural capital as two concepts that will play a vital role in that transition. It also includes a case study on how Philips are applying these ideas
Sustainability in Facility Operations 101: Establishing a Foundation For Co...Antea Group
Antea Group Consultant Steven Meun walks you through the fundamentals of sustainability in facility operations, looking at the rationale and the basics for water, waste, and energy.
Based on his Masters thesis on the differences between ISO 20121 standards and the AOEX/ASTM standards, Andrew Walker presents a full explanation of how these two standards can work together.
The fast pace of technological advancement coupled with increasing consumer and regulatory demands is placing manufacturers under more pressure than ever to design and develop innovative products. Across every industry, companies are striving to make products that are lighter, stronger, energy efficient, and more reliable to stay competitive and meet the needs of an evolving market.
A Practical Guide to Sustainability in MeetingsEIBTM
Tamara Kennedy-Hill from GMIC outlines best practice steps that can be taken to make events more sustainable. These steps can be delivered using the framework APEX/ASTM.
The Electronics Supply Chain Can Thrive in the Circular EconomyAntea Group
Antea Group senior consultant Pamela Gordon completed the Ellen MacArthur Foundation's six-week Executive Education Introductory Course, titled "Enterprise, Innovation and the Circular Economy." This slideshow capsulize her learnings as relevant to the electronics supply chain.
Cleaner production is a preventive, company-specific environmental protection initiative. The term cleaner production was formally adopted. It was defined as the continuous application of an integrated preventive environmental strategy to processes, products, and services to increase overall efficiency, and reduce risks to humans and the environment.It is intended to minimize waste and emissions and maximize product output. By analyzing the flow of materials and energy in a company, one tries to identify options to minimize waste and emissions out of industrial processes through source reduction strategies.
Global ManuChem Strategies 2014 - Post Event ReportMaria Willamowius
Challenges & solutions in organizational implementation of end-to-end processes in production and operations management within the chemical industry and impact on effective process management
Benchmark Electronics A team (EU headquarters in Almelo, The Netherlands) developped a CREATIVE WORKSHOP of 2-3 days. Electronic product development. Results: cost reduction, innovation, new invented products in just a few days. Look at the presentation! Call Bert Blom +31611024589 or Mail: bert.blom@bench.com
Sustainability in Facility Operations 101: Establishing a Foundation For Co...Antea Group
Antea Group Consultant Steven Meun walks you through the fundamentals of sustainability in facility operations, looking at the rationale and the basics for water, waste, and energy.
Based on his Masters thesis on the differences between ISO 20121 standards and the AOEX/ASTM standards, Andrew Walker presents a full explanation of how these two standards can work together.
The fast pace of technological advancement coupled with increasing consumer and regulatory demands is placing manufacturers under more pressure than ever to design and develop innovative products. Across every industry, companies are striving to make products that are lighter, stronger, energy efficient, and more reliable to stay competitive and meet the needs of an evolving market.
A Practical Guide to Sustainability in MeetingsEIBTM
Tamara Kennedy-Hill from GMIC outlines best practice steps that can be taken to make events more sustainable. These steps can be delivered using the framework APEX/ASTM.
The Electronics Supply Chain Can Thrive in the Circular EconomyAntea Group
Antea Group senior consultant Pamela Gordon completed the Ellen MacArthur Foundation's six-week Executive Education Introductory Course, titled "Enterprise, Innovation and the Circular Economy." This slideshow capsulize her learnings as relevant to the electronics supply chain.
Cleaner production is a preventive, company-specific environmental protection initiative. The term cleaner production was formally adopted. It was defined as the continuous application of an integrated preventive environmental strategy to processes, products, and services to increase overall efficiency, and reduce risks to humans and the environment.It is intended to minimize waste and emissions and maximize product output. By analyzing the flow of materials and energy in a company, one tries to identify options to minimize waste and emissions out of industrial processes through source reduction strategies.
Global ManuChem Strategies 2014 - Post Event ReportMaria Willamowius
Challenges & solutions in organizational implementation of end-to-end processes in production and operations management within the chemical industry and impact on effective process management
Benchmark Electronics A team (EU headquarters in Almelo, The Netherlands) developped a CREATIVE WORKSHOP of 2-3 days. Electronic product development. Results: cost reduction, innovation, new invented products in just a few days. Look at the presentation! Call Bert Blom +31611024589 or Mail: bert.blom@bench.com
At the PPS Spring Conference in San Francisco Ed Arnold, VP of Products at LeveragePoint, delivered his presentation "Anyone Can Build a Value Model: Let Me Show You How". Designed to help the audience make better strategic decisions for their organization, he discussed:
- Key concepts for building a value model
- How to use value models to make strategic decisions and craft marketing messages
- How to use value models to create customer-facing value propositions to support sales in capturing value
The talk received a very positive response from the attendees. Enjoy the presentation!
September 25th, the Ambassadors of Innovation network convened at the Philips Museum in Eindhoven. Philips Innovation Services, Industry Consulting, hosted the meeting with 45 participants from inside and outside Philips.
Topic of this network event was Product and Business Architectures.
- Paul Hissel, Senior Consultant at Industry Consulting kicked off, moving into the reasons why architectures for products and businesses are becoming more important. Speed, complexity and variety drive the business and product architectures can accommodate that.
- Menno de Jonge, Innovation Manager at Ballast Nedam continued with his presentation on modular structures Ballast Nedam is using, e.g. to build housing modules in factory settings, to build, disassemble and reassemble parking garages and even football stadiums for the 2022 World Cup.
- Leon van de Pas, General Manager Connected Lamps at Philips Lighting then presented how the hue lighting system is built up and how it has become such as success, e.g. by using the Apple store to launch and an open API which engaged more than 10,000 developers world wide.
Participants had the opportunity to write down questions for each of the presenters, and after some clustering these were discussed in a forum setting to close off the formal part. Then the networking continued in the Philips Museum café.
For more information on Architectures feel free to contact l.h.hissel@philips.com.
NEW MATERIALS, NEW BUSINESS MODELS FOR SUSTAINABLE INNOVATION 2013Tracey Rawling Church
How can businesses use materials innovation to disrupt markets and create new revenue streams? What are the opportunities, and what are the challenges? Based on the experience of Kyocera, this presentation explores the application of new materials to solve resource efficiency challenges and facilitate new business models. Presented at Sustainable Innovation 2013, 4th November 2013.
5
A Pragmatic Approach to
Lifecycle Analysis
Formal lifecycle analysis is not new; in fact, lifecycle analysis tools andtechniques have been around in various forms for decades. What is newis an urgent need to improve the tools and expand the use of lifecycle
analysis to a broader spectrum of products and services.
We’re going to use a pragmatic approach to lifecycle analysis that keeps
the focus on the main goals: understanding the overall impact and making
improvements. The truth is that you don’t always need to measure every-
thing; you don’t always need precise data; you don’t always need complete
information. You just need to know what to measure, when, and how—and
where to place your priorities.
To get started we’ll need a model of the product/service lifecycle that we
can use to organize our work. So, let’s take a closer look at the phases of a
typical lifecycle and the key considerations at each phase.
A Basic Lifecycle Model
Every product is different; every lifecycle has unique time frames and char-
acteristics. As a result, many different lifecycle models have been produced
over time. For this book, we use a basic three-stage model. We prefer this
model because it is straightforward and matches most people’s personal expe-
rience with the lifecycle stages of common products. The three stages of our
model are
• “Make,” which covers everything that happens before a product is
actually put into operation—including the materials and chemicals
45
that are used to create it, the processes involved in assembling and
manufacturing it, the packaging that encases it, and the supply chain
that distributes it
• “Use,” which includes the power the product consumes as it is
operated, the greenhouse gas (GHG) and other emissions it creates,
the water it uses, and the noise, light, and heat it generates during
operation
• “Renew,” which covers everything that happens after the product is
used, including the demanufacture or disassembly of the product,
reuse of key components, recycling, and take-back
At each stage of the lifecycle we focus on three primary aspects of the
environmental impact of a product or service:
• Energy and emissions, including the calculation of energy and
power, finding the cleanest source of energy for your product, using
energy efficiently, calculating GHG emissions and CO2 conversion,
and so on
• Chemicals, materials, and waste, including the legal and business
considerations of hazardous and toxic substances, packaging and doc-
umentation, waste disposal, recycling, take-back, and process-related
GHG emissions
• Water and other natural resources that are embodied in the product
or service, including social and business considerations of using
scarce or nonrenewable materials, calculating the water footprint, and
so forth
Additional Lifecycle Considerations
Our three-phase model is intentionally simplistic. So, before we discuss
each aspect of the lifecycle in more detail, we’d like to offer a few notes.
Value Engineering is a technique for determining the manufacturing requirements of a
product/service; it is concerned with its evaluation and finally the selection of less costly
conditions. VE is a process for achieving the optimal result in a way that quality, safety, reliability
and convertibility of every monetary unit are improved.
Here theory of Value Engineering along with case study of UTM is presented.
The processes and methods used to transform tangible inputs (raw materials, semi-finished goods, subassemblies) and intangible inputs (ideas, information, knowledge) into goods or services.
OMRefers to the management of the production system that transforms inputs into finished goods and services.
To explain the tremendous evolution in ICT the last decades, one typically refers to the Law of Moore. Today we’re facing with new languages and methodologies popping up like buzz words. Understanding the evolution of programming and cornerstone concepts will help you to position and value future programming languages and trends.
Although GPS developments started in 1967, it’s only in the early 70’s that NASA launched its first Earth Observation satellite. Contemporary technologies like satellite navigation and remote sensing are key in our daily life. Still, we ain’t seen nothing yet. Explore the potential of these technologies in your future products or services, and find a way to get things done.
Based on demonstrations and cases you’ll explore the future impact on new interface technologies like gesture, augmented and virtual reality. Douglas Engelbart developed the computer mouse in the ’60s. It was the first in a list of human interface technologies that revolutionized the way we interact with ICT. What’s the next big thing?
At the end of the ’60s, the first research programs started on humanoid robots. Although this technology inspired many of us, it’s only now that we see first applications arise. What’s the status of the robotics technology? How is it impacted by other technologies like AI, RF and energy storage? Let’s discuss the evolution and potential for your business based on recent projects and technologies available at our partners and alumni start-ups.
Let’s discuss the boundary conditions to innovate successfully based on some cases in Flanders and the Netherlands. Most governments are taking about half of their gross national product for their account. They can be better off by being open to innovation in the public purchase process and act as a launching customer for their industry and start-ups.
What’s the impact of public moonshot projects on innovation if they’re set up the right way? Armstrong saw his first footstep on the moon as one small step for man, one giant leap for mankind. And he was right.
The human aspect in driving innovation is not to be underestimated. Driving innovation is done by implementing the necessary tools and structures. However driving desired behavior on individual and team level is at least equally important. Möbius will share insights in how to build an innovation and continuous improvement culture.
The key concept in any start-up? The freedom to experiment as basis for accelerated learning. Or like Pink Floyd sang in the 70’s: “We don’t need no education.” Is your FabLab ready for it?
How do you set up your venture and accelerate growth? Start-ups are in a fundamental different position than corporates. As a consequence they play a different ball game. What can the start-up culture learn from the ’60s?
What are the differences between popular innovation project management methodologies? Why does project management often fail? Learn how risk assessment should define your methodology in order to become a real innovation factory. The waterfall methodology has been promoted for years as the best practice for IR&D management. These days agile and scrum are increasingly popular as alternative. Hater or believer? Good or bad? Get guided through our body of knowledge as published in the Inspire Toolbox.
Project management in innovation can only be successful if it’s driven by a robust methodology integrating a clear quality assurance concept. What can trendy methodologies learn from the house of quality?
50 years ago, innovation centers like Xerox or Philips’ Natlab set the benchmark with their methodologies on organizing innovation. Today, innovation is influenced by rapid-moving triggers and companies have to organize accordingly. Discover current best practices on organizing your innovation ecosystem.
How do you reinvent a mature business with the right cocktail of user insights and technologies? The message is clear: choose for differentiation or servitization, or loose.
AI has an inevitable impact on your next generation products and services. Things evolved relatively slow since the first AI experiments in the ’60s. Today, AI is accelerating as no other technology has done before. How will the 4th wave of Artificial Intelligence transform your future business?
Discover the newest insights in understanding value drivers and their impact on new products and services. From technology improvement towards platform economy with the value pyramid. How to use new design skills and service design to create experience economy?
The adoption of innovative IoT technology in smart cities seems to go slower than the utopian predictions of the last decade. This might be because the traditional business-to-government model is no longer sufficient to bear the investment cost and get these systems operational. Multi-sided business models can offer
a possible solution, but require a different approach from governments as well as suppliers, as illustrated by recent Verhaert cases.
AI can be weaved together with space technologies to provide exciting new solutions to a wide array of industries. Get a glimpse of how space data can enhance businesses, and how ESA Space Solutions Belgium can offer you the tools and funding to develop your ideas.
New space in the Belgian and European start-up technology ecosystem. Presentation at the launch event of ESA Space Solutions Belgium on Wednesday the 7th of November in Brussels.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
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Business Valuation Principles for EntrepreneursBen Wann
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
New toolset to give your product portfolio a circular make over (by Gerd Van Cauteren)
1. 1.3 New toolset to give your product portfolio a circular make-over 1
CONFIDENTIAL Template Innovation Day 2018CONFIDENTIAL
NEW TOOLSET TO GIVE YOUR PRODUCT
PORTFOLIO A CIRCULAR MAKE-OVER
Gerd Van Cauteren
Consultant Design & Innovation
Gerd.vancauteren@verhaert.com
TRACK 1 - CIRCULAR ECONOMY FOR A BETTER WORLD
2. 1.3 New toolset to give your product portfolio a circular make-over 2
CONFIDENTIAL
1
2
3
4
CONTENT
WHY ARE WE TALKING ABOUT CIRCULAR ECONOMY TODAY
LIGHT AS A SERVICE BUSINESS MODEL
ETAP LAAS CASE STUDY
CONCLUSION, Q&A
3. 1.3 New toolset to give your product portfolio a circular make-over 3
CONFIDENTIAL
WHY ARE WE TALKING ABOUT
CIRCULAR ECONOMY TODAY
4. 1.3 New toolset to give your product portfolio a circular make-over 4
CONFIDENTIAL
FROM TRASH TO CASH
ECO-DESIGN
CRADLE
TO
CRADLE
CIRCULAR
ECONOMY
environmental
impact
zero waste minimal usage
of resources
product design
& materials
product design
& lifetime
business model &
product design
80’s 90’s NOW
5. 1.3 New toolset to give your product portfolio a circular make-over 5
CONFIDENTIAL
TRANSITION FROM A LINEAR TO A CIRCULAR ECONOMY
Step plan
Focus
System boundaries
Reuse
LINEAR
Take-make-dispose
Eco-efficiency
Short term, from purchase to sales
Down cycling
CIRCULAR
Reduce-reuse-recycle
Eco-effectivity
Long term, multiple life cycles
Upcycling, cascading & high grade recycling
6. 1.3 New toolset to give your product portfolio a circular make-over 6
CONFIDENTIAL
Conceptual framework: the service ladder for capital goods manufacturers
Business model What services are provided?
Circular model
Service model
Maintenance model
Product sale
SERVICE FROM A SALE TO A CIRCULAR MODEL
Disassembly and/or reassembly of product (parts)
Return product
Take over risks (performance guarantee)
Maintenance
Operation and/or monitoring
Installation
None Adapted from ING Economical Agency
7. 1.3 New toolset to give your product portfolio a circular make-over 7
CONFIDENTIAL
Classic long life
CIRCULAR ECONOMY BUSINESS MODELS
Hybrid
Gas exploiter
Access
Performance
Product component of value proposition
Service component of value proposition
Adapted from ‘Product that last’
8. 1.3 New toolset to give your product portfolio a circular make-over 8
CONFIDENTIAL
“I told Philips, ‘Listen, I need so many hours of light
in my premises every year. If you think you need a
lamp, or electricity, or whatever – that’s fine. But I
want nothing to do with it. I’m not interested in the
product, just the performance. I want to buy light,
and nothing else”
- Thomas Rau, RAU Architects
LAAS - Light As A Service
9. 1.3 New toolset to give your product portfolio a circular make-over 9
CONFIDENTIAL
No initial investment for the customer
Modulated fee – fixed + pay per use
One single point of contact for the full lighting
lifecycle (one-stop shop)
De-worried of energy consumption (technology,
control, ...)
Unlimited access to new lighting technology in
terms of efficiency & performance (intensity,
comfort, ...)
Optimal lighting quality
Low maintenance costs / Predictable maintenance
costs
De-worried of maintenance planning & execution
(hassle-free)
Short reaction time in case of defect
Giving a circular destination to the product after use
Design for Maintainability & Repair
Design for Adaptability & Upgradability
Design for Reuse
Design for Sharing
Design for Performance
Design for Durability
Design for Reliability
Design to Standards & Compatibility
Design for Serviceability Design for
Recycling
Design for Disassembly
Design for Remanufacturing
…
finding an answer to Thomas Rau‘s question
SO YOU JUST WANT OPTIMAL LIGHT? OK FINE! NOW WHAT?
Redesign your business model Redesign your product
10. 1.3 New toolset to give your product portfolio a circular make-over 10
CONFIDENTIAL
ETAP LAAS - CASE STUDY
Objective
Methodology
Toolset
11. 1.3 New toolset to give your product portfolio a circular make-over 11
CONFIDENTIAL
PROJECT STAKEHOLDERS
Build a methodology for business
model, product and value chain
design for circular economy
business models, translated into a
toolset (checklists, templates,
guidelines, worksheets)
Explore the role of (product)
design in circular economy
business models, complemented
with a business case
1
2
The overall objective of the project is to
evaluate the (economic) added value of
product (and business model) design in new,
circular economy models based on services
12. 1.3 New toolset to give your product portfolio a circular make-over 12
CONFIDENTIAL
THE STRATEGIC CASE FOR ETAP - LIGHTING-AS-A-SERVICE
State-of-the-art lighting
technology puts pressure
on a sales based business
model
• LED lifetime
• High performance, high
LLMF (lamp lumen
maintenance factor)
Competition shifts
discussion to price (&
lower quality)
• Build relationship with
customer (vs. Installer)
Bringing sustainability closer
to the business
• Find ways to connect
sustainability to
economics & valorize it in
the market
• Eco-design (doing less
bad) > circular design
(doing more good)
Unlocking customer value
• Specific customer
segments are willing to pay
a premium for a worry-free
lighting model
• Customers are outsourcing
all non-core spend (focus)
• Customers withhold to
invest in a more expensive
technology; although being
more efficient in TCO
13. 1.3 New toolset to give your product portfolio a circular make-over 13
CONFIDENTIAL
METHODOLOGY
Explore the product
(portfolio)
Design the “as-a-service”
business model
Build the product (system)
blueprint
Analyze the current product
(system)
Redesign the product
(system)
Evaluate the business
model (costing)
• Select the best possible product for an “as-a-service” business model
• Explore the initial product design in terms of circular design strategies
• Make key strategic choices with the “as-a-service” business model: target
customer group, value proposition (incl. services), value chain blueprint
• Translate requirements from the “as-a-service” business model towards a
product system blueprint (hardware, software, services)
• Analyze the proposed product system in terms of failure modes, root
causes & mitigation
• Product focus: analyze in terms of lifetime, reliability & circular economy
• Product focus: build a roadmap for product redesign to optimally fit the
“as-a-service” business model.
• Evaluate the economic impact of different variants of “as-a-service”
business models
1
3
1
4
2
4
Phase
15 weeks
Explore
Analyze
Design
Objective Timing (weeks)
14. CONFIDENTIAL
Ref: DOCLOG-XXXX-DOC-A (edit in slide master)Document Title - yyyy.mm.dd (edit in slide master) 14
SOLVING A PUZZLE WITH MANY INTERLINKED PIECES
15 weeks
Product
selection
checklist
Preliminary
product design
evaluation
PAAS value
proposition
shaping (VPC)
Business
model analysis
(OBMC)
Analyzing
PAAS (internal)
- FMEA
Analyzing PAAS
(customer)
- KANO-model
PhasesToolsetComplexity
Supported by a worksheet
Supported by a canvas(workshop)
Explore Analyze Design
Explore the product
(portfolio)
Design the “as-a-
service” business
model
Build the product
(system) blueprint
Analyze the current
product (system)
Redesign the product
(system)
Evaluate the business
model (costing)
Product system
blueprinting
workshop
Product
journey
workshop
Product analysis
(lifetime,
CE-path)
Product analysis
(Reliability/
FMECA)
Product
redesign
canvas
Product
redesign
roadmap
Business
model costing
framework
Circular economy tool
15. 1.3 New toolset to give your product portfolio a circular make-over 15
CONFIDENTIAL
WHEN BUYING LIGHT – WHAT DO YOU EXPECT?
CONTRACT
• Contract duration (longer vs. shorter contract
term)
• No upfront investment
• Modulated fee (fixed + pay per use > works in
both directions)
• One single point of contact for the full lighting
lifecycle (one-stop shop)
• Lighting equipment not on-balance
ADAPTABILITY & UPGRADEABILITY
• Unlimited access to new lighting technology in
terms of efficiency & performance (intensity,
comfort, ...)
• Scalable set-up of the lighting system (e.g.
When office / lay-out changes)
• Impeccable physical appearance of the product
• Optimal lighting quality
ENERGY
• Low energy bill
• Predictable energy bill
• De-worried of energy consumption (technology,
control, ...)
• Sustainable energy consumption
• Knowledge about occupation of spaces
• Knowledge about energy consumption per space
MAINTENANCE
• Guaranteed uptime performance (performance-
oriented contract): max number of
failures/breakdowns, guaranteed % of uptime
• Low maintenance costs
• Predictable maintenance costs
• Customer controlled maintenance (low-
maintenance tasks delegated to the customer)
• De-worried of maintenance planning &
execution (hassle-free)
• Short reaction time in case of defect
16. 1.3 New toolset to give your product portfolio a circular make-over 16
CONFIDENTIAL
Energy meter
Energy
consumption
LED indicator
LMS (3)
BUILD THE PRODUCT SYSTEM BLUEPRINT
Value
Proposition
canvas
List pains &
gains
list as value
attributes
Translate to
components
Explore Analyze
Occupancy
sensor
Lighting level
sensor (1)
Light quality
sensor
Driver +
Diagnostics
module (2)
PCBA
(incl. TW)
Lens
LED
(incl. TW)
Housing
armature
Electrical & mechanical connectors (int.)
Electrical & mechanical connectors (ext.)
Mobile
device/desktop
Touch panel
Controller
Customer
Manufacturer
17. 1.3 New toolset to give your product portfolio a circular make-over 17
CONFIDENTIAL
PRODUCT JOURNEY WORKSHOP
1st market
2nd market
25K h 50K h
1st
2nd
3rd
What is the first market? Office,
schools, hospitals, ...
What is our offering? LAAS
What is the parts
harvesting potential?
Parts harvesting
Are we able to preventively
maintain? How does this
effort evolve?
Can we remanufacture with limited
effort (> 80% value recovery) ? Can we
remanufacture towards a 1st market?
Would pulling out of the market early
smoothen remanufacturing?
75K h
What is the second market?
Warehouse, filling up of the offer, ...?
What is our offering? LAAS vs. sale?
Sales: Right to win/value attributes?
What is the recycling
value?
Recycling market
SaleReuse
Refurb
What is the number of contract
periods we can offer when we have
reuse/refurb/remanufacture?
Reman
☺
☺
☺ Are we able to refurbish
/market ‘as new’
towards 1st market
specs & perception?
Analyze
Product
journey
workshop
18. 1.3 New toolset to give your product portfolio a circular make-over 18
CONFIDENTIAL
BUILDING A PRODUCT PASSPORT
• Lifetime & CE-path
• FMECA
Analyze
Analyze the current
product (system)
Product analysis
(lifetime,
CE-path)
Product analysis
(Reliability/
FMECA)
19. 1.3 New toolset to give your product portfolio a circular make-over 19
CONFIDENTIAL
BUILDING A PRODUCT PASSPORT
What is the component
lifetime
What happens with
the component at EOL
What are the critical
components and what
makes them critical
1
2
3
20. 1.3 New toolset to give your product portfolio a circular make-over 20
CONFIDENTIAL
BUTTERFLY MODEL BY ELLEN MACARTHUR
21. 1.3 New toolset to give your product portfolio a circular make-over 21
CONFIDENTIAL
COMPONENT PRODUCT LIFETIME & CE-PATH
What is the lifetime &
reliability of my product &
components?
What is the circular path of
my product & components?
22. 1.3 New toolset to give your product portfolio a circular make-over 22
CONFIDENTIAL
CIRCULAR ECONOMY - LAAS PRODUCT TOOL
Exemplary table
1
2
3
4
product passport after 8 years
with indication of weakest link
23. 1.3 New toolset to give your product portfolio a circular make-over 23
CONFIDENTIAL
LAAS PRODUCT TOOL
COMPANY
COMPONENT REPLACEMENT
MAINTENANCE MOMENT SPARE PART OPPORTUNITY
PRODUCT PRODUCT / COMPONENT REMAINING LIFETIME > PRODUCT ANALYSIS (lifetime, CE-path) PRODUCT ANALYSIS (Reliability / FMECA) (1) PRODUCT ANALYSIS (Reliability / FMECA) (2) PRODUCT REDESIGN CANVAS (1) PRODUCT REDESIGN CANVAS (2)
PRODUCT DESIGN STRATEGY
(which components can be reviewed to align with product
strategy development)
PRODUCT REDESIGN ROADMAP /
RECOMMENDATIONS
PRODUCT 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B B B B B B B B B B B B B B B B B B B B B DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C C C C C C C C C C C C C C C C C C C C C DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D C C C C C C C C C C C C C C C C C C C C DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E E E E E E E E E E E E E E E E E E E E E DESIGN FOR ATTACHMENT & TRUST
COMPONENT 1 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B B B B B B B B B B B B B B B B B B B B B DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C C C C C C C C C C C C C C C C C C C C C DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D C C C C C C C C C C C C C C C C C C C C DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E E E E E E E E E E E E E E E E E E E E E DESIGN FOR ATTACHMENT & TRUST
COMPONENT 2 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B B B B B B B B B B B B B B B B B B B B B DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C C C C C C C C C C C C C C C C C C C C C DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D C C C C C C C C C C C C C C C C C C C C DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E E E E E E E E E E E E E E E E E E E E E DESIGN FOR ATTACHMENT & TRUST
COMPONENT 3 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B B B B B B B B B B B B B B B B B B B B B DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C C C C C C C C C C C C C C C C C C C C C DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D C C C C C C C C C C C C C C C C C C C C DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E E E E E E E E E E E E E E E E E E E E E DESIGN FOR ATTACHMENT & TRUST
COMPONENT 4 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B B B B B B B B B B B B B B B B B B B B B DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C C C C C C C C C C C C C C C C C C C C C DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D C C C C C C C C C C C C C C C C C C C C DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E E E E E E E E E E E E E E E E E E E E E DESIGN FOR ATTACHMENT & TRUST
COMPONENT 5 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B B B B B B B B B B B B B B B B B B B B B DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C C C C C C C C C C C C C C C C C C C C C DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D C C C C C C C C C C C C C C C C C C C C DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E E E E E E E E E E E E E E E E E E E E E DESIGN FOR ATTACHMENT & TRUST
COMPONENT 6 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B B B B B B B B B B B B B B B B B B B B B DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C C C C C C C C C C C C C C C C C C C C C DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D C C C C C C C C C C C C C C C C C C C C DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E E E E E E E E E E E E E E E E E E E E E DESIGN FOR ATTACHMENT & TRUST
COMPONENT 7 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 DESIGN FOR DURABILITY
Exemplary table
24. 1.3 New toolset to give your product portfolio a circular make-over 24
CONFIDENTIAL
FMECA - FAILURES AND THEIR ROUT CAUSES
1
DRIVER FAILURE MODES
General Failure mode:
Driver failure / Electrical defect
Circular Economy failure mode:
No product or component status
information (readily) available
No upgrade new technology
possible
Effect:
Failure of driver causes light
disruption
ROOT CAUSE
1. At the beginning of the lifetime: no burn-in testing
2. During the lifetime: not attributable – is a statistic phenomenon
3. At the end of the lifetime: “netspanningsvervuiling”: the network of the customer behaves too irregular and puts
current spikes on the driver, decreasing the expected average lifetime
High current levels – instability of the net
Drying out of electrolytic capacitor
Drivers have a technological progress: no reverse compatibility of new drivers with old devices
No design for maintenance and repair ability
Suppliers do not involve ETAP in technology roadmaps (e.g. new design of drivers)
2
Risk priority number
25. 1.3 New toolset to give your product portfolio a circular make-over 25
CONFIDENTIAL
REDESIGN THE PRODUCT
• Product redesign canvas
• Circular economy - laas product tool
• Product redesign roadmap
26. 1.3 New toolset to give your product portfolio a circular make-over 26
CONFIDENTIAL
PRODUCT REDESIGN CANVAS FOR CRITICAL COMPONENTS
BYPASS WHEN FAILURE OCCURS
TECHNOLOGICAL FUTURE PROOF
USE FOOTPRINT HOUSING BIG ENOUGH TO
ENHANCE MODULAR DESIGN OF HARDWARE
NEEDED TO FIT NEW SOFTWARE
COMMUNIVCATION & TRANFORAMTION BY 4G MODEM
1
2
3
• AUTOMATIC
• MANUAL
1LMS FAILURE MODES
General Failure:
Software is too complex for
hardware
Electrical component defect
Circular Economy failure mode:
Maintenance costs too high
Component outdated after years,
technological not up-to-date
Effect:
Failure causes out of light control
SKETCHES
ROOT CAUSE
Component info not available immediately because LMS is not “open” if a customer does not want it to
only available on a too aggregated level (energy consumption, on/off hours not attributable to specific
armature, …)
No design for easy technology upgrade
No design for maintenance (e.g. not aligned lifetimes of the components) -> too high maintenance
frequency
• No component/product
information
• No spare parts design
strategy
• Difficult replace ability of
components
• No predictable
maintenance support
• No EOL strategy
2
IDEATION / RECOMMENDATIONS USER /
TECHNOLOGY / BUSINESS
C/O FAILURE MODES
C/O DESIGN STRATEGIES
1. design for durability
2. design for
maintenance & repair
3. design for adaptability
& upgradability
4. design for
disassembly &
reassembly
5. design for
standardization &
compatibility
6. design for attachment
& trust
Component outdated after years, technologically not up-to-date
+ cannot support new software
Recommendation
• Bigger hardware box for future technology fit
LMS controller does not give the necessary intelligence for LAAS
• Root cause: the LMS does not have the necessary intelligence capabilities
• Root cause: the customer does not give permission to be on the customer
network
• Root cause: defect in data connections
Recommendations
• Select other type of driver module with integrated intelligence and
monitoring system (cf. Philips)
• Build intelligence map for driver and LMS (reasoning from data
overview/dashboard)
• Get insight in the set-up of the service organization
• Own maintenance team vs. outsourced maintenance team
• Own service desk vs. outsourced service desk
• Preventive maintenance approach: Continuous access to
data on LED vs. reactive maintenance on customer
responses
LMS breaks down (out of control) and there is no manufacturer response
Recommendation
• Bypass for customer to easy put on/off (automatic, manual)
Lifetime inconsistency: technology status after LMS update is too advanced for LED
technology (that has a higher lifetime)
Recommendation
• Parallel technology upgrade of LED and LMS
3 4
27. 1.3 New toolset to give your product portfolio a circular make-over 27
CONFIDENTIAL
CIRCULAR ECONOMY -LAAS PRODUCT TOOL
COMPONENT REPLACEMENT
MAINTENANCE MOMENT SPARE PART OPPORTUNITY
PRODUCT / COMPONENT REMAINING LIFETIME > PRODUCT ANALYSIS (lifetime, CE-path) PRODUCT ANALYSIS (Reliability / FMECA) (1) PRODUCT ANALYSIS (Reliability / FMECA) (2) PRODUCT REDESIGN CANVAS (1) PRODUCT REDESIGN CANVAS (2)
PRODUCT DESIGN STRATEGY
(which components can be reviewed to align with product strategy
development) PRODUCT REDESIGN ROADMAP / RECOMMENDATIONS
PRODUCT U7 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A x DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B x DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C x DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D x DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E DESIGN FOR ATTACHMENT & TRUST
DRIVER 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 15 14 13 12 11 x DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A N A A A A x DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B B B B B B B B B B B B B B B x DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C x DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D x DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E E E E E E E DESIGN FOR ATTACHMENT & TRUST
LED + PCB 50 49 48 47 46 45 44 43 42 41 40 39 38 37 36 35 34 33 32 31 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A x DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B B B B B B B B B B B B B B B B B B B B B x DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C x DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D x DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E DESIGN FOR ATTACHMENT & TRUST
LENS 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B B DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C C C C C C C C C C C C C C C DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E E E E E E DESIGN FOR ATTACHMENT & TRUST
LMS CONTROLLER 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A N A A A A A A A A A x DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B x DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C C C C C C C C C C C x DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D x DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E E E E E E E E E E E DESIGN FOR ATTACHMENT & TRUST
HOUSING 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 x DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A x DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B B B B B B B B B B B B B B B B B B B B B DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E x DESIGN FOR ATTACHMENT & TRUST
SENSOR 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B B B B B B B B B B B B B B B B B B B B B DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E DESIGN FOR ATTACHMENT & TRUST
ELECTRICAL CONNECTORS 50 49 48 47 46 45 44 43 42 41 40 39 38 37 36 35 34 33 32 31 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E DESIGN FOR ATTACHMENT & TRUST
MECHANICAL CONNECTORS 50 49 48 47 46 45 44 43 42 41 40 39 38 37 36 35 34 33 32 31 DESIGN FOR DURABILITY
MAINTAIN / PROLONG A A A A A A A A A A A A A A A A A A A A A DESIGN FOR MAINTENANCE & REPAIR
REUSE / REDISTRIBUTE B DESIGN FOR ADAPTATIBILITY & UPGRDADABILITY
REFURBISH C DESIGN FOR DISASSEMBLY & REASSEMBLY
REMANUFACTURE D DESIGN FOR STANDARDISATION & COMPATIBILITY
RECYCLE E DESIGN FOR ATTACHMENT & TRUST
Lifetime: 20j
Onderhoud/repair: om de 5j
Calibratie van de sensor (reageert deze? Wat is gevoeligheid?
Cleaning
Reuse: kan steeds herbruikt worden mits calibratie
Remanufacture niet aan de orde
Onzeker of recycling van electronica lukt
General Failure mode:
Electrical component defect
Circular Economy failure mode:
No spare parts strategy
No product or component status information (readily) available
Maintenance costs too high
Effect:
Failure of driver causes light disruption
Lifetime: 50j
We gaan deze zolang als mogelijk (onder)houden in hetzelfde armatuur; al zijn geen specifieke onderhoudsstappen mogelijk
Hergebruik zal enkel gebeuren in hetzelfde armatuur, maar niet in eruit nemen en in een ander armatuur plaatsen, dus strict genomen geen
reuse – dus refurbishment en remanufacturing is niet mogelijk
Recycling is onzeker op vlak van electronica, mechanische connectoren zullen makkelijker te recycleren zijn doordat het staal is
Lifetime: 20j
Onderhoud:
Uplight: is functioneel van belang en heeft een jaarlijkse cleaning nodig
Downlight: geen cleaning nodig
Remark: bepaalde aanbesteders (Vlaamse Overheid) schrijven een jaarlijkse onderhoudsbeurt voor
Refurbish is steeds default, want er moet steeds een cleaning zijn van de lens – dus er is geen reuse mogelijk.
Remanufacture niet aan de orde
Recycling als ze op het einde van de levensduur zitten
Momenteel polycarbonaat en dit is meer downcycling
PVC is wel beter recycleerbaar
General Failure mode:
Circular Economy failure mode:
No spare parts strategy
No product or component status information (readily) available
Maintenance costs too high
Effect:
Lifetime: 20j (of zelf duur van het project)
Onderhoud/repair
Indien bij dezelfde klant kan je de housing 10+10+10 jaar laten hangen zelfs – deze moet elk jaar gewoon eens gecleaned worden
Indien je de armaturen
We gaan deze altijd AS IS (liefst in het bestaande armatuur) hergebruiken (mits een zeer kleine poetsbeurt)
Indiend deze niet beschadigd is: hij krijgt terug originele levensdsuur
Indien deze beschadigd is: recycle
Refurbish en remanufacture bestaan niet
Housing is staal en kan gerecycleerd worden
Voor alle zichtdelen: deze worden geschilderd en is staal
Voor alle niet-zichtonderdelen: deze worden niet geschilderd en is zincor
General Failure mode:
Damaged or aged housing
Circular Economy failure mode:
No spare parts strategy
Maintenance costs too high
Product outdated after years, technological / esthetical not up-to-date
Effect:
Outdated product which needs replacement
General Failure:
Software is too complex for hardware
Electrical component defect
Circular Economy failure mode:
No spare parts strategy
No product or component status information (readily) available
Maintenance costs too high
Component outdated after years, technological / esthetical not up-to-date
Effect:
Failure causes out of light control
Lifetime: 5j
Onderhoud/repair:
Software: gebeurt on the fly – iedereen zit op de laatste versie
Hardware: geen onderhoud mogelijk maar op een bepaald moment kan de hardware de software niet meer aan; in een contract van 10j
zullen automatisch 2 controllers in de prijs (moeten inzitten)
Reuse bestaat niet, meteen naar refurbish: Een nieuwe LMS controller ga je steeds binnen de eerste 2j van gebruik ook refurbishen (laatste
stand van software en gebruiksklaar maken), nadat deze 2j gebruikt is niet meer
Remanufacture gebeurt niet
Recycling is onduidelijk
In eerste 15 jaar, driver laten hangen.
Een driver wordt na 15j steeds preventief vervangen
Geen mogelijke onderhoudsstappen, enkel een preventieve vervanging
Enige wat kan gebeuren is aan de start van het project de stabiliteit van het net meten en hier begrenzers op steken: dit kan je zien als een
eerste preventieve onderhoudsstap
Bij de inspectie kan je uitlezen en kan je kijken of de driver onder stroom heeft gestaan – maar het is onzeker welke impact dit heeft op de
levensduur van de driver
Recyclage van driver is moeilijk, recyclage van electronica is een groot probleem – enkel de edele metalen worden gerecupereerd
Non conform color after replacement of LED (module) or several years
of lifetime (but uncertain whether this has a high RPN number + is only curative in the LAAS-model
today + is only applicable in armatures where we have LED+lense)
Root cause: LED or optics (probably in the future because of the optics)
Recommendations
Use RGB-LEDs
Include a certain color differential in the contract
LED modules switching with another module
Measure when going out / measure when coming in
Energymeasurement in electricity clouset
No EOL strategy/replacement strategy: what do we do if armatures come back after 20 years of
lifetime. How do we measure?
Recommendations:
Measure the activity on the power supply level (this tells everything what happened and is valid for all
LEDs behind this)
Use in a 2nd market but not in a LAAS anymore / sell as a 48V device
LED's have a technological progress: no reverse compatibility of new LED's with old devices
No design for maintenance and repairability
Suppliers do not involve ETAP in technology roadmaps (e.g. new design of LEDs)
General Failure:
Electrical component defect
Circular Economy failure mode:
No spare parts strategy
No product or component status information (readily) available
LED system outdated after years, technological not up-to-date
Effect:
Failure of electrical component cause light disruption
Levensduur: 50j
LED + PCB kan langer dan normale contractduren mee – deze zal steeds in huidig apparaat behouden worden en herbruikt worden
Geen onderhoudsstappen mogelijk, enkel ook de stabiliteit van het net meten (~begrenzer)
Desassemblage van LED+PCB is onmogelijk omwille van SMB-technologie (fantastische technologie) om goedkoop te produceren maar dit is
lijmtechnologie en niet goed voor recyclage
Zaak is om zeer goed de toeleverketen op te volgen om de recyclagegraad en desassemblageniveau vast te leggen , maar ETAP is voorlopig te
klein om hier impact op te hebben
General Failure mode:
Electrical component defect
Circular Economy failure mode:
No spare parts strategy
No product or component status information (readily) available
Difficult replaceability of products & components
Difficult to (dis)assemble
No scalable set-up of the lighting system
No end-of-life strategy
No second market for remanufactured devices explored
No valorization possibilities for EOL devices identified (e.g. close the gap)
No deliberate sight on preferred value recovery option at certain moments in the lifetime
Maintenance costs too high
No energy monitoring / no energy control
Customer feels out of control (product too complex, low ease of use)
Product outdated after years, technological / esthetical not up-to-date
No feedback of 100% good light quality
Effect:
Electrical failures of causes light disruption
No added valorization in circular economy model
No modular product design / No design for maintenance and repairability
Product info not available immediately because LMS is not “open” if a customer does not want it to
Only available on a too aggregated level (energy consumption, on/off hours not attributable to
specific armature, …)
Products have a technological progress: no reverse compatibility of new products with old devices
Suppliers do not involve ETAP in technology roadmaps (e.g. new design of LEDs, new design of
drivers)
No design for easy technology upgrade
No design for maintenance (e.g. not aligned lifetimes of the components) -> too high maintenance
frequency
No separate energy meter in current product
No control on energy use/installation use at the client site, but ETAP can define a normal use or put in
place different attributes that rationalize energy consumption (LMS, calendar functions, daylight
censoring, …)
Customer is not familiar with an open LMS
No intermediate feedback on lighting performance from ETAP to customer
No output measurement in lighting level sensor with direct feedback to customer
High cost for installation
Recommendation
No scalability of lighting set-up when office changes
Recommendation
Make LED’s easy replaceable
Make architecture of product modular
Maintenance costs too high
Recommendations
More modular inside the armature: easy opening of housing, easy clickable cassettes of LEDs/PCBs
(modules clickable maken)
Spare part devices on location
No adapted packaging to protect armatures
Recommendations
Re-usable packaging
No easy replace ability ON SITE (10%) (armature needs to come from
the ceiling, needs to be disassembled three steps down)
Recommendations:
Supply not IN the armature, but outside of the armature to improve accessibility
Cassette rachitecture
Split up driver functionality in different standard modules (but is possibly harder for renovation
projects)
48V DC (which includes the power supply – ELCO) = all critical components
Driver on LED PCB
Advantages & disadvantages
(distance should be feasible in office environments)
(allows to track more information on product use: temperature, number of on/off cycles, rimple op
DC current (gives indication of ELCO drying)
(difficulty for renovating: can be solved by putting the 48 DC not in separate cabin but on the
armature)
(possible to have no continuous line in “straight line lighting)
(you can measure more electricity consumption on the 48V level too, without EANDIS)
Better temp control of components in bigger clauset
(Actieve PCBs – alle componenten zitten op de LED PCB)
But: then the lifetime of the one component determines the other
End of life door netspanningsvervuiling
Recommendations
on net (begrenzer) – is difficult for renovating projects (physically) Industrial driver
Limitations , is more interesting for newly builts
EOL exponential after 50 hours
Recommendations
Modular concept
Will increase the average lifetime expectancy and will shift the curve)
makes it feasible to preventively replace after 15 years because only 48 DC needs to be measured
By measuring RIMPLE make it possible to effectively replace preventively (only where it is necessary)
Industrial driver, but only limited
No reverse compatibility
Recommendations
Standard interfaces for driver (mechanically)
Always generic power supplies: 48 and never 24, 32, …
General Failure mode:
Driver failure / Electrical component defect
Difficult replaceability
Circular Economy failure mode:
No spare parts strategy
No product or component status information (readily) available
No upgrade new technology possible
Effect:
Failure of driver causes light disruption
High current levels – instability of the net
Drying out of electrolytical capacitor
At the beginning of the lifetime: no burn-in testing
During the lifetime: not attributable – is a statistic phenomenon
At the end of the lifetime: “netspanningsvervuiling”: the network of the customer behaves too
irregular and puts current spikes on the driver, decreasing the expected average lifetime.
Drivers have a technological progress: no reverse compatibility of new drivers with old devices
No design for maintenance and repairability
Suppliers do not involve ETAP in technology roadmaps (e.g. new design of drivers)
No design for maintenance and repairability
No design for maintenance (e.g. not aligned lifetimes of the components) -> too high maintenance
frequency
No design for repairability
No design for maintenance (e.g. not aligned lifetimes of the components) -> too high maintenance
frequency
No design for maintenance (e.g. not aligned lifetimes of the components) -> too high maintenance
frequency
No durable product design
Component info not available immediately because LMS is not “open” if a customer does not want it
to
only available on a too aggregated level (energy consumption, on/off hours not attributable to
specific armature, …)
No design for easy technology upgrade
No design for maintenance (e.g. not aligned lifetimes of the components) -> too high maintenance
frequency
General Failure mode:
Circular Economy failure mode:
No spare parts strategy
Effect:
General Failure mode:
Circular Economy failure mode:
No spare parts strategy
Effect:
Component outdated after years, technologically not up-to-date
+ cannot support new software
Recommendation
Bigger hardware box for future technology fit
LMS controller does not give the necessary intelligence for LAAS
Root cause: the LMS does not have the necessary intelligence capabilities
Root cause: the customer does not give permission to be on the customer network
Root cause: defect in data connections
Recommendations
Select other type of driver module with integrated intelligence and monitoring system (cf. Philips)
Build intelligence map for driver and LMS (reasoning from data overview/dashboard)
Get insight in the set-up of the service organization
Own maintenance team vs. outsourced maintenance team
Own service desk vs. outsourced service desk
Preventive maintenance approach: Continuous access to data on LED vs. reactive maintenance on
customer responses
LMS breaks down (out of control) and there is no manufacturer response
Recommendation
Bypass for customer to easy put on/off (automatic, manual)
Lifetime inconsistency: technology status after LMS update is too advanced for LED technology (that
has a higher lifetime)
Recommendation
Parallel technology upgrade of LED and LMS
How to assess the “not as newness” when getting the armature back
Recommendations
See sketches
Needs to be easy assemble and disassemble
No as new look to put in new LAAS (after 10Y) and on 2nd market (after 20Y)
Recommendations
“Only need to repaint one component”
Use a 2nd skin approach
Afterwards easy skin refurbishment and reuse
“demonteren”
Work with a foil approach (“screen protector”) that can be done after X years
Start with a plate, and if we need to make it look as new: use a 2nd plate
“monteren”
(housing is today already fairly recyclable)
Easy to disassemble / assemble
No easy cleaning on site
See sketches
DYNAMIC & ITERATIVE PROCESS TO SHAPE
YOUR CIRCULAR PRODUCT PROPOSITION
28. 1.3 New toolset to give your product portfolio a circular make-over 28
CONFIDENTIAL
PRODUCT REDESIGN ROADMAP / FROM VISION TO PLAN
WHAT ARE THE NEXT IMPORTANT STEPS AND THEIR MILESTONES
WHAT ARE THE RISKS
WHAT IS STILL UNKNOWN,
A THREAT OR HURDLE
HOW TO MANAGE RISKS
CAN WE DE-RISK, OR GET
MORE INSIGHTS…
WHAT DO WE NEED
NEW RESOURCES, SKILLS,
BUDGET, PARTNERS…
MID 2018 2019 2020
PRODUCT MARKET USAGE / REGULATIONS
1
22021 2022
• how to judge quality of light
• fast corrective reaction time
• predictive maintenance
• how to align individual with
general light preferences /
plan
• integration with other building
mngt systems
• is tracking possible?
• LMS wireless / ease of installation
• big data / GDPR
• ID for each device
• study / research
• camera on the light
• juridical external input
• evaluation GDPR issues
• continuous follow up
1. ID system / platform development
2. study corrective reaction
3. study predictive maintenance
4. CAMSENSE development
5. study on wireless vs powerline
6. screening external juridical
partner
CONCEPT NAME: EXTENDED LMS
1. ID system/platform development
2. study corrective reaction
3. study predictive maintenance
4. CAMSENSE development
5. study wireless vs powerline
6. screening external juridical partner
STUDY IMPLEMENTATION
STUDY
IMPLEMENTATIONSTUDY
CONTINUOUS
29. 1.3 New toolset to give your product portfolio a circular make-over 29
CONFIDENTIAL
EVALUATE THE BUSINESS MODEL
(COSTING)
• Business model costing framework
30. 1.3 New toolset to give your product portfolio a circular make-over 30
CONFIDENTIAL
BUSINESS MODEL COSTING FRAMEWORK
What value recovery options do we have?
What costs to they bring along?
Design
Evaluate the business
model (costing)
25K h 50K h
LAAS (20Y) w/o
value recovery
LAAS (20Y)
+ sale
LAAS (20Y) w/o
+ reman-sale
LAAS
LAAS
LAAS
Sale,
current
customer
Remanufacture,
Sale – other
customer
0K h
Desinstallation
Reverse logistics
RemanufacturingManufacturing
Installation &
commissioning
Forward logistics
Maintenance
Operations, financing, overhead
Refurbishment &
recommissioning
/
/
31. 1.3 New toolset to give your product portfolio a circular make-over 31
CONFIDENTIAL
CONCLUSION
32. 1.3 New toolset to give your product portfolio a circular make-over 32
CONFIDENTIAL
• Product Passport during contract lifetime
• Component EOL management
• Maintenance time management
• Spare part opportunities
ITERATIVE DESIGN PROCESS
• More opportunities for growth and productivity
• Assurance of continuity of supply
• The creation of new markets
PROFIT OPPORTUNITIES WITHIN A CIRCULAR ECONOMY
LAAS PRODUCT TOOL OFFERING
• Adding value for consumers
• Optimizing energy consumption
• Waste reduction
• Redesign options
• Product Development Roadmap
• Business model costing framework
33. 1.3 New toolset to give your product portfolio a circular make-over 33
CONFIDENTIAL
"The key in sharpening your Product-As-A-Service
business model? Keeping added value during the
product lifetime. How? With tools that guide you
during exploration, analysis and design."
34. 1.3 New toolset to give your product portfolio a circular make-over 34
CONFIDENTIAL
One group, five brands
Our services are marketed through 5 brands each
addressing specific missions in product development.
INTEGRATED PRODUCT DEVELOPMENT
ON-SITE
PRODUCT
DEVELOPMENT
DIGITAL
PRODUCTS
DEVELOPMENT
OPTICAL
PRODUCTS
DEVELOPMENT
VENTURING